2018 Campbell Institute Symposium · 2019-08-05 · wearables to a specific person; each worker...

2018 Campbell Institute Symposium

Campbell Institute Symposium EXECUTIVE SUMMARIES

February 20-21, 2018 Charlotte, North Carolina

www.thecampbellinstitute.org

http://www.thecampbellinstitute.org/

Create Change for the Future of EHS thecampbellinstitute.org


Industry 4.0: What does the fourth industrial revolution mean for safety leaders? Laura Ambrose – Global EH&S Director, The Dow Chemical Company John Dizor – EHS Operations Technology Center, The Dow Chemical Company David Metcalfe – CEO and Co-founder, Verdantix David Metcalfe explained that as a society, we are currently in the fourth industrial revolution, which is an era of cyber physical systems: EHS software programs, drone technology, Internet of Things asset monitoring, safety telematics, etc. The fourth industrial revolution (Industry 4.0) is relevant to safety in that better integration of information technology (IT) and operational technology (OT) can improve safety performance, and operations will drive Industry 4.0 even if safety does not. Hiring new, young talent into EHS requires a digital component. Given that many Industry 4.0 technologies are inexpensive, it behooves CEOs of industrial firms to have a digital/Industry 4.0 strategy. A survey conducted by Verdantix revealed that over a third of EHS professionals (36 percent) think that it is likely that EHS and technology will merge, but nearly two-thirds (65 percent) responded that they are not leaders in pioneering technology in EHS. Industry 4.0 can be implemented for a new generation of workers and EHS professionals through safety training methods, for example. Traditionally we have relied on toolbox talks, instructor-led classroom learning, and paper instruction manuals. In the new era of the fourth industrial revolution, we can expect (and have already seen) new methods such as micro-learning mobile content, online video tutorials, and augmented reality training. The overall advice from David is to benchmark the use of innovative technologies against your industry’s peer group; there is no need to be completely innovative all on one’s own. Organizations should also create a technology roadmap for EHS technologies that includes the phases of research & development, launch, growth, maturity, and decline.




Laura Ambrose and John Dizor spoke about the practical implementation of EHS innovation at Dow. Much of this innovation was driven by Dow’s third set of sustainability goals, to be achieved by 2025. The innovations that have or are in the process of being implemented fall into four main categories: adding layers of protection, building health and resiliency, taking humans out of harm’s way, and advancing the next generation of behavior management. Dow has an innovation pipeline that allows Dow employees from around the world to submit innovation ideas. These ideas are tracked along a technology plan/roadmap to document which are in the R&D stage, launch stage, growth stage, etc. An example of innovation technology is using robots to eliminate life-critical work. Drones can conduct aerial inspections and survey

damage; leak detection can be performed via thermal imaging. Robots can also assist in emergency response through scene visualization and serve as perimeter security monitors. Proximity detection is another way in which personal protection is augmented at Dow. RFID technology along with electro-magnetic, microwave, and smart-camera systems can sound alarms and/or slow heavy equipment when a human is detected. Wearable technologies for workers include personal heat-stress monitoring, exoskeletons, and office ergonomic positioning. Mobile field technologies have improved upon and streamlined reporting at Dow. For instance, users must submit complete safe work permits, procedures, and checklists. Archived permits and procedures combine the knowledge of subject matter experts to collaborate on delivering best results. Type-written permits and checklists are more easily read and understood, and the mobile field technology means that these permits, checklists, and procedures take less time to fill out. In general when it comes to training and instruction, Dow wants to “design for the mind,” i.e. create more simple and pictorial training that is more readily grasped and understood. Overall, there are many technologies available to improve EHS in the workplace; the best results come about when technologies are coupled. The panel acknowledged that people in EHS understand that new technology is necessary for improved safety, but driving the use of technology to the C-suite can be difficult. Dow is fortunate to have a CEO that is leading the charge for Industry 4.0 and supports the infrastructure of assets to develop and




implement technology. David suggests that organizations have a technology plan and strategy ready to deploy in the event that a CEO who embraces technology comes on board. Dow addressed a question regarding wearable technology being used as a “tracking device” and possibly penalizing workers for taking frequent breaks. Laura and John said that Dow does not assign or track wearables to a specific person; each worker picks up wearables before starting work. Dow also started by making wearable technology voluntary. The company also makes sleep/nap rooms available for workers, including white-collar employees. All workers need to be rested and fit for duty. Sometimes technology isn’t as effective as an organization hopes, either because of a cultural reluctance to change, or because the organization didn’t anticipate issues with the user experience. In either case, technology developers must take into account employee feedback and make the technology easy to use. If the user experience isn’t right, even great technology can be ineffective. Many suppliers are not necessarily motivated to make an investment in innovative equipment without reason, so Dow has driven technology innovations through its supply chain by requiring local equipment managers to modify their equipment (anti-crush aerial lifts, for example). If equipment manufacturers can drive these technological improvements, we can get industry to a tipping point.




Real Application of Wearables: A Case Study Amanda Hollis – Risk Manager, Columbia Distributing Nicolas Patee, DPT – President, Work Right NW Andrew Ronchi – Chief Executive Officer, Director, dorsaVi Nic Patee began by stating that there are some key opportunities when it comes to implementing wearable technology to address health and safety issues. Musculoskeletal disorders are preventable and are rarely the result of one incident. They are often a result of poor posture, muscle fatigue, inflammation, tissue breakdown, etc. A quick survey of the room revealed that almost everyone experiences pain, but we rarely report it to an employer, and wait until we can’t bear the pain any longer before addressing it. We do not have to wait for a person (or ourselves) to break in order to find a proactive solution for injuries. Work Right brings the ideas of sports medicine to the workplace to create “industrial athletes.” The industrial sports medicine program can include an onsite athletic training room and athletic trainers. In this setting, experts can screen for red flags, coach better posture and ergonomic movements, and develop dynamic movement programs. The program is focused on injury prevention through ergonomic observations and customized trainings (offered through Work Right University).

Andrew Ronchi explained that is it important to show leaders metrics on the gains in safety and productivity of wearable technology. The best way to measure the effectiveness of wearable technology is to look at claims data from the past five years, allowing at least one year to judge the success of an intervention. DorsaVi offers solution consulting projects to capture worker movement through video, profile and understand users, and move solutions into the real world. Its in-house monitoring platform allows organizations to gather data in the field from supervisors and upload information to a central system for analysis. In general, dorsaVi focuses its interventions on the hierarchy of controls, with a targeted focus on more mature controls. Sensors in wearable technology can track the height of limbs, distance of reach, bend of back, etc. Andrew made clear that in order to truly prevent injury, it is the activity, not the worker, that should be altered. A case




study of bricklayers showed that making small changes to the activity and height of materials resulted in a 17 percent increase in productivity (calculated by bricks laid per minute) and an 85 percent reduction in back bending, thus reducing the risk of injury. Amanda Hollis talked about the incorporation of a Work Right facility in a Columbia Distributing location in Kent, WA. Here they implemented an industrial sports medicine program, which began with Operations & Delivery business units, and has since expanded to other locations. Columbia employees can get help from the Work Right office on site and talk to a athletic trainers in person or via phone. In 2013, which was the first year of implementing the industrial sports medicine program (and the first year that Columbia was self-insured), they saw mostly cultural successes without any real reductions in claims. They started to realize more substantial and measurable reductions in claims in subsequent years. The most recent 2017 results showed a 22 percent reduction in claims.

Amanda described an exoskeleton case study for the distribution process, which was done in conjunction with dorsaVi. Three workers were selected for the study: one without a suit (acting as a study control), one with a basic exoskeleton, and one with a more advanced exoskeleton. The workers wore sensors and performed ten different work processes. The results of the study showed that workers performed more repetitive movements with the suits than without, making the control (no suit) the least risky option. Because of this study, Columbia did not move forward with purchasing and piloting exoskeletons for the distribution process and did not spend money on a solution that they ultimately did not need. Columbia is currently reevaluating all work processes to find other opportunities for improvement. The panel acknowledged that some cultures do not promote the

reporting of injuries, such as the Samoan population in some Columbia Distributing facilities. Amanda recommended to start talking about how wellness is 24/7, not just a work issue. Nic agreed with this broader picture of total worker health. A non-work-related ache or pain could become a workplace injury. The focus should be on education and coaching. To engage smaller locations in industrial sports medicine programs and wearable technology, Andrew recommends piloting technology at medium- to large-sized sites, analyzing the results of these interventions, then bringing the technology to the smaller sites. Nic mentioned that the data generated by Work Right programs and dorsaVi technology translates well to sharing and getting support from leaders.




EHS in the Tech Industry Erike Young – Global Safety Manager, Google

Erike Young said that he is often asked if Google really needs a global safety manager. The truth is, there are more potential risks at Google than just ergonomics, and they go beyond Silicon Valley, with locations in more than 60 countries and 130 cities. Erike began his career in higher education, which has many key differences with the tech industry. For instance, higher education is characterized by an aging workforce, long-term employees, limited resources, and hierarchical organizational charts. In contrast, the tech industry has a transient workforce largely under

30 years old, substantial resources, and a flat organizational structure. The tech industry, and Google especially, is known for open lines of communication, unique employee perks (such as shuttles, free food, free massages), short-term 90-day product development cycles, and fast growth in terms of facilities, workforce size, and mergers & acquisitions. A global safety manager at Google needs to be adept at identifying, mitigating, and prioritizing risk. Enterprise risks are those things that pose barriers to a company in carrying out its mission/vision, and can take several forms: hazard, financial, operational, strategic, compliance, and reputational risk. The revised ISO 31000 standard has a new focus on decision making and provides guidelines, principles, a framework, and a process for managing risk within an organization. The objectives of EHS managers and risk managers are essentially the same, with the former focused on identifying and analyzing hazards, and the latter focused on identifying and analyzing risk exposures. The culture at Google involves an intentional effort to reduce enterprise risk by targeting environment, health, wellbeing, and safety. Google offers free food to employees for work productivity reasons, and to prevent a mass exodus of employees during the lunch hour. While on lunch break, Google has found that people make healthier decisions of what to eat when unhealthy foods are hidden behind frosted glass, or are placed at the end of the line. The company has eliminated thousands of cars from the road everyday by transporting employees in shuttles, which also makes it easier for employees to continue working and living in the area. Workers have access to a wealth of ergonomic office equipment (adjustable chairs, multiple monitors), and can use corporate credit cards to buy additional equipment or any other supplies that will improve their productivity.




The workplace injuries and issues at Google are a bit different from other workplaces. They have to be concerned about bike injuries due to workers using bikes to travel around the Google campus. The worker population is mostly male, which creates the issue of too few male restrooms located throughout the campus. Google has had to address indoor air quality issues and potential exposure to trichloroethylene (TCE) and tetrachloroethylene (PCE). Silicon Valley has more toxic Superfund sites than anywhere else in the United States. The challenge is in establishing a safety program for a company with diverse operations. Google is more than just office space and ergonomics. The Google Street View camera lenses need to be cleaned every forty minutes; how does one do this safely? Google Street View Trekker creates 360-degree photo views of mountain hikes; what are the safety procedures for this activity? The Makani energy kite is a form of airborne wind technology that generates electrical power, but what do Makani engineers know about arc flash? Training and education is needed for all of these Google projects. Erike acknowledged that it can be difficult to prioritize risks with a formal process because an organization might not be aware of all the activities that are occurring (especially when employees have access to a corporate credit card). Google is in the process of developing a dashboard of the activities and associated risk assessments taking place by different parts of the company, which should help them speak a common language when it comes to risk prioritization. Currently, health and safety is not necessarily part of Google’s due diligence when it comes to acquisitions, but safety is more frequently getting a seat at the table. When creating health and safety policies and procedures, Erike recommends focusing on the high-risk activities that are actually taking place within the organization, rather than having a policy for everything. Google creates YouTube clips to make safety training and ethics compliance training both effective and entertaining for employees. This is one of the most successful ways to reach young people. Also effective is recruiting real workers who represent the actual demographic makeup of the workforce. Google employees may experience ergonomic issues, but this is usually not due to their workstations, rather their commute to and from the Google campus. They are looking at their smartphones or tablets while sitting in the shuttle, hunched down in their seats. While at their desks, employees have the correct equipment and take many breaks, so ergonomics don’t pose as much of an issue.




Women in EHS: Learning From Successes and Struggles Rose McMurray – Chief Transportation Advisor, FDR Safety, LLC Deborah A.P. Hersman – President & CEO, National Safety Council Michelle Redfield – Director, Environment, Sustainability and Process Improvement, Schneider Electric Winnie Schubert – Senior Safety Consultant, Exxon Mobil Corporation Drena Howard Williams – Director, Global Retail Environmental Affairs and Safety, The Estée Lauder Companies Rose McMurray started the discussion by talking about the Women’s Caucus at the National Safety Council. The Women’s Caucus was created in 2015 under the direction of Debbie Hersman to advance the interests of female safety professionals and increase the number of women within NSC and the safety field. The four strategic objectives for the Women’s Caucus are (1) networking and mentoring, (2) promotion and recognition, (3) unique workplace issues, (4) recruitment and retention. Inequalities by gender still exist in the workforce in general and in the world of health and safety specifically. Women are 56 percent of the workforce in the United States, but only 19 percent of health and safety professionals. Men still hold most of the supervisory positions in safety, and consequently women safety professionals earn $10,000 less per year on average than men. Women are less likely to die on the job than men, however they are more likely to be killed in a transportation incident, and nearly twice as likely to be killed at work in an act of violence. Drena Howard Williams is Director of Global Retail Environmental Affairs and Safety at the Estée Lauder Companies. She is responsible for compliance, environmental programs, and the health and safety of all sales and education employees. The risks for retail environments are different from other workplaces, with a high degree of turnover. Managers need to create a safe culture for a company with over 46,000 employees, 84 percent of which is female. Women make up 51 percent of senior-level positions. Estée Lauder Companies has multiple resource groups for women, men, people of color, and other groups such as people with families. Regarding suggestions for organizational improvement, equal weighting is given to both individual contributions and leader contributions. Estée Lauder Companies employees have opportunities to engage in short-term projects, long-term projects, stretch projects (up




to a few hours per week in addition to their current roles), and job swaps. Employees are also encouraged to engage in charitable activities and commitments, such as the MAC Cosmetics AIDS Fund, the Breast Cancer Campaign, and Aveda Earth Month. Estée Lauder Companies matches the charitable contributions of employees. Winnie Schubert took the stage wearing her industrial work clothes for ExxonMobil, emphasizing the point that as a woman, it is often difficult to find industrial work gear and personal protective equipment that is designed to fit a woman’s frame. In general, deciding what to wear to work can make an impression, for better or for worse, of how productive and competent you are, especially as a woman in the workplace. How do we start to have workplace conversations about what it’s like to be a woman in the workforce? This is an issue that goes back to early childhood years and keeping girls interested in STEM fields. It’s not just about hiring and maintaining women in the workforce, but about fostering an early interest in math and sciences. ExxonMobil offers flexible work arrangements, which help all employees to better balance their home and work lives. The Houston location has an onsite daycare center and mothering rooms. These simple offerings can greatly reduce the stress of the workday for parents, particularly new mothers and fathers. ExxonMobil also maintains the Women’s Interest Network (WIN) to attract and retain women for careers at the company, and improve female representation at the higher levels of the company. WIN offers networking and mentoring opportunities for female employees. To start these conversations about women’s experiences in the workplace, Winnie recommends not taking things personally and asking questions to arrive at understanding. Use compelling storytelling and humor to find a common ground. Michelle Redfield said that Schneider Electric has several value propositions: deriving meaningful purpose, wellbeing, high performance culture, and others. The value propositions most closely associated to women’s interests are authentic leadership and diversity & inclusion. Diversity is a business imperative at Schneider Electric and is driven by two primary trends: the increase of women in the marketplace (more representation in the workplace, more buying power), and the rise in environmental standards to benefit people, the planet, and increase profit. Schneider Electric has several programs to benefit its diverse workforce. A relatively new initiative is Hidden Bias Education, which is training to help senior leaders understand biases in the workplace. Schneider Electric has a global family leave policy with standards for primary parental care, secondary parental care, sick care, and bereavement. All leave is paid out at 100 percent.




The HeforShe program is a UN initiative that to which Schneider Electric has lent its support. HeforShe is dedicated to making gender equality a reality through pay equity, increased representation of women in the career pipeline, and the creation of leadership groups for women. The Women in Leadership program at Schneider Electric is an intensive 3.5-day workshop for high-potential female employees in mid-career to define their leadership paths and styles. Schneider Electric has been recognized by the Bloomberg gender-equality index, scoring 72 out of 100. Only 104 other organizations have been recognized on this index.

Debbie Hersman provided background on her career and personal life. She began her career in government service and was an “accidental” transportation professional. She pursued her M.S. while working and married her high school sweetheart at age 28. At 29 years old, she completed her M.S. degree and became a specialist in transportation policy. Debbie had her first child at 30 years old and her second child at 32 years old. Debbie paired her life and work experiences with gender and work statistics from the United States. On average, men receive a 6 percent bonus for fatherhood while women receive a 4 percent pay penalty per child. This is known as the “daddy bonus and motherhood penalty.” For most highly educated women, motherhood begins in their thirties. Debbie’s career continued with government service as a specialist in transportation safety, having her third child at age 35. Women comprise more of the people coming into the workforce highly educated, yet there is still a lack of women in STEM fields. Even women with STEM degrees do not

tend to stay in STEM fields once working, leaving for careers in education or healthcare. In her fourth work experience, Debbie entered the non-profit world by taking her current position with NSC. During her tenure, she has overseen the creation of the NSC Women’s Caucus and has changed the composition of the NSC leadership structure; currently half of the leaders at NSC are women. The NSC Board of Directors has also seen gradual shifts toward more female representation. Michelle said that because of the resources at Schneider Electric, most of the struggles she faced occurred before she joined the company. She had a difficult time networking with other female university students in engineering, and there were few resources for help or mentoring. She still struggles with juggling a home and work life. It can be difficult to stay true to oneself as a woman in a male-dominated profession or workplace.




To increase the number of women in the workforce, Drena suggests using internal sources for recruitment and having current employees recommend others for open positions. Debbie said that it begins with young girls and women seeing other women in positions that they aspire to. In order to get young girls interested in STEM fields, Winnie regularly gives talks in schools about engineering, which gives visibility to the fact that women can be engineers as well. Drena said that she works with a group to mentor kids from grades 6 through 12. This mentoring is not only focused on developing interest in STEM fields, but encouraging students to attend college in general. Michelle said that it can be difficult for women to reach out and ask for a mentor. Men could take the initiative and reach out to women to ask about their experiences in their careers/fields; start meaningful conversations. To be a supportive ally of women, people of color, and other underrepresented groups, Drena suggests that if you notice microaggressions, don’t reinforce them. Instead, redirect them; don’t sweep them under the rug.




The Next Evolution in EHS – Insights from the Leading Edge Douglas Pontsler – Retired, Vice President, EHS and Operations Sustainability, Owens Corning Kristen Bell – Founding Partner, Krause Bell Group Rob Fisher – President, Fisher IT, Inc. Brian Kraus – Global Managing Partner for Safety Transformation Services, ERM Don Martin – Executive Vice President, DEKRA Insight

Brian Kraus said that safety is a growing risk to business because of reputational risk and potential impact on sales. Organizations increasingly realize that if they don’t get safety right, they have a problem. Leaders have a crucial role to play in the pathway to sustaining and improving safety. Leader behaviors, the culture they create, and the processes they use affect the behaviors of front line personnel, which in turn affects risk control and incidents. All actions that we take as individuals are preceded by unconscious thought (i.e. habits) or conscious thought. In other words, behavior is the combination of thought and action. We can change how people act if we can get them to think differently. A poll question to the audience revealed that most organizations spend between 10 and 15 percent of total labor costs on safety-related processes and programs – not an insignificant amount. Yet a second poll question showed that most people think that the total monetary spend on safety-related processes and programs affects 0 to 5 percent of people’s thought

processes. In other words, organizations spend a lot on safety efforts, but this doesn’t necessarily affect people’s thoughts and actions. Leaders need to find new ways to breathe life into core safety processes and programs. Leaders should be committed to keeping people safe, but they need to understand the practical actions they can take. They need to be educated in high-impact engagement techniques – how to observe differently and properly, and engage in effective coaching. Performance improvement across the organization will happen only if people on the front line think and behave differently, and this is contingent on leader actions.




Kristen Bell agrees that there is an increasing willingness to make safety an integral part of a business improvement strategy. More leaders are recognizing that safety is the way to lead a business. We should all seize this moment and drive change. Preventing serious injuries and fatalities (SIF) is crucial, but we don’t need to stop there. The safety field can also contribute advancements in decision-making, human and operational performance, and predictive analytics to help lift organizational functioning in general. Just imagine if we could build the capability of everyone in the organization to make better and safer decisions. Krause Bell Group conducted a study to answer the following questions: (1) What is the role of decision-making in SIF? (2) Who makes critical safety decisions? (3) What does safe decision making look like? (4) What role does bias play? The study analyzed 16 organizations, 60 total incidents, and over 600 safety-related decisions. The main finding was that managerial decisions matter. Ninety-two percent of pivotal decisions leading to SIF

were made above the front line – 18 percent at the corporate level and 74 percent at site-level management. Corporate decisions create the context for all levels below. Examples of the areas for pivotal decisions by site-level managers and corporate managers are: managing change, purchasing, designing facilities and work, managing projects, and selecting and assigning people. As safety professionals, we can educate organizations about the importance of decision-making to safety, starting with leaders. We can help them develop a strategy to improve by scrutinizing the pivotal decisions, who is making these decisions, when the decisions are occurring, and what tends to go wrong. Finally, we can help leaders and organizations practice excellent “decision hygiene.” Don Martin defines “Safety 4.0” as what we need to do today and tomorrow to make a bigger impact in safety performance. Industry has evolved, but so has safety with applied behavioral science and neuroscience, data science and technology, and SIF exposure control. In applying behavioral science, we see that consequences are instrumental in reinforcing safe and at-risk behaviors. We like to think that we’re asking workers to do something easy (e.g. stop work orders, near miss reports), but from a worker perspective, these behaviors may be difficult. We need to understand how workers arrived at an exposure situation and the decisions that led to the creation of that situation. Neuroscience tells us that making important safety decisions with “fast thinking” (i.e. habitual, instinctual thinking) is hazardous. How can we move critical decisions and actions from the fast brain to the slow brain?




Technology can assist us in controlling exposure by allowing us to gather real-time data and pinpoint the highest risk to make timely intervention decisions. Statistics from the United States show that recordable injuries have been going down over the years, but fatalities have been holding steady, even increasing slightly in recent years. This should signal to us that human beings (and human behavior) are still highly relevant. Behavior-based safety still works, but we have a lot to learn and apply from neuroscience. Data and technology enable us to work the right problems and focus on the exposure, rather than the person. This should be our breakthrough for solving the SIF dilemma.

Rob Fisher presented a diagram of how to influence workforce behavior. It all starts with leader knowledge, which changes their language and behaviors. Leader behavior drives changes in workforce behavior, but this cannot happen without engagement. Leaders tend to rate workers’ “bad” decisions two ways: (1) “I wouldn’t have made that decision,” or (2) “They should have known better.” We need to take a more systemic approach to understanding “bad” decisions, however. Sidney Dekker says that people do what they do for reasons that make sense to them at the time. In other words, our personalities influence how we see and manage risk. As leaders, we tend to create rules and processes that we think are clear and effective, but they are not always clear and effective to everyone, or to all personality types. We need to develop trust within an organization and recognize that trust isn’t developed the same way for all people. You can gain trust, but remember that people will give you varying amounts of trust – only the amount they are willing to commit to you. The bottom line is if

leaders use processes, models, and cycles, workers will also use them. In sum, we should remember that leader decisions and behaviors have more impact on SIF than worker behaviors. Personality tendencies have a lot to do with risk perceptions and risk management. Leaders need to know the different between empowering and enabling, and encourage the former. Be aware of your team and engage them to determine if your values align; don’t just observe them for rule deviation. Lastly, we need to base leader decisions and behaviors on science, data, and research. Brian stated that the most effective way to close the gap with leaders is to have them really watch people at work, not just shake workers’ hands and move on. Try to capture reality photographically to bring a broader sense of what is happening in the world; bring an intelligent sense of a culture through pictures and stories. Induce a sense of vulnerability in leaders to make them take action. In understanding our management of risk, Rob said that it’s been known for some time that our personality tendencies have an impact on how we view risk. But we haven’t always realized how




important our personalities are to managing risk, communicating self-awareness, and changing our interactions with others. To make decision hygiene practical for leaders at all levels of an organization, Kristen said we need to be aware when we’re making a critical safety decision with safety implications. Obtain good data and information to inform our thought processes; apply good judgment and get better at weighing our options. Rob added that the fast brain is a lot bigger than the slow brain. We have to know when to “hit pause” on our brains to obtain good data, then how to “push play” to make decisions. Don said that if you see that a decision is being made on assumptions and experiences rather than data, force yourself to ask questions and get more information. Have a conversation about the job, predict the SIF exposure, and talk about the necessary controls.



Learn, Participate, Attend

www.thecampbellinstitute.org

@RWCinstitute


https://twitter.com/RWCinstitute

http://www.instagram.com/rwcinstitute

https://www.facebook.com/RWCinstitute/

2018 Campbell Institute Symposium · 2019-08-05 · wearables to a specific person; each worker...

Documents

Transcript of 2018 Campbell Institute Symposium · 2019-08-05 · wearables to a specific person; each worker...